For Good or for Evil? Situating High Performance Work Systems in the Job Demands-Resources Model

2018 ◽  
Vol 2018 (1) ◽  
pp. 17827
Author(s):  
Yuan-Ling Chen ◽  
Shyh-jer Chen ◽  
Yueh-tzu Kao
Keyword(s):  
High Performance ◽  
Job Demands ◽  
Work Systems ◽  
High Performance Work Systems

Examining the “dark-side” of high performance work systems in the Greek manufacturing sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Panagiotis V. Kloutsiniotis ◽  
Anastasia A. Katou ◽  
Dimitrios M. Mihail
Keyword(s):  
Role Conflict ◽  
Work Engagement ◽  
High Performance ◽  
Role Ambiguity ◽  
Manufacturing Sector ◽  
Job Demands ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Work Pressure

PurposeThe present study follows the conflicting outcomes perspective of Human Resources Management (HRM) and examines the effects of employees' perceptions of high performance work systems (HPWS) on job demands (role conflict, role ambiguity and work pressure) and work engagement (vigor and dedication).Design/methodology/approachStructural Equation Modeling (SEM) was used on a sample of 524 front-line employees across three Greek manufacturing companies.FindingsThe findings show that HPWS is negatively associated with all three job demands. Hence, the “critical perspective” is not supported. In turn, role conflict and role ambiguity reduce employees' work engagement, although the third job demand included in the study (work pressure) showed a positive relationship on dedication. Last but not least, this study calculates HPWS as both a system and as subsets of HRM practices, and provides useful insights regarding the differences between the two different measurement methods.Practical implicationsThe present study brings further empirical evidence in the HRM field by examining whether HPWS is good or bad for employee well-being. Moreover, the findings underscore the detrimental impact that job demands may have on employees' work engagement, and highlights the fact that HPWS might not necessarily be a “win-win” scenario for employees and employers.Originality/valueThis study follows the most recent developments in the HRM literature and examines the dark (negative) approach of HPWS in the Greek manufacturing sector. Finally, theoretical and managerial implications are drawn for improving our understanding of how HPWS influences job demands and ultimately employees' work engagement.

Looking at both sides of high-performance work systems and individual performance: a job demands−resources model

2021 ◽  
pp. 1-21
Author(s):  
Yuan-Ling Chen ◽  
Shyh-Jer Chen
Keyword(s):  
Attribution Theory ◽  
High Performance ◽  
Job Demands ◽  
Individual Performance ◽  
Dual Process ◽  
Job Resources ◽  
Creative Performance ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Employee Burnout

Abstract In this study, we show how high-performance work systems (HPWS) in an organization can significantly affect employees' creative performance and burnout. To do this, we propose and test a dual-process framework that is based on HR attribution theory, ability−motivation−opportunity theory, micro- and macro-theoretical perspectives, and the job demands−resources (JD-R) model. Using data from a multisource field study with a sample of 311 participants, we found that HPWS benefited employee creative performance and did not lead to employee burnout. However, HPWS affected both job demands and job resources when employees adopted self-protection and self-enhancement strategies. Also, we found that HPWS had unique indirect effects on employee creative performance via job resources whereas job demands fully mediated the relationship between HPWS and employee burnout. The findings shed light on key aspects of HR attribution theory. We discuss accompanying theoretical and practical implications.

Immigrants and job satisfaction: Do high performance work systems play a role?

2016 ◽  
Vol 37 (4) ◽  
pp. 690-715 ◽  
Author(s):  
James Chowhan ◽  
Isik U Zeytinoglu ◽  
Gordon B Cooke
Keyword(s):  
Job Satisfaction ◽  
High Performance ◽  
Work Systems ◽  
High Performance Work Systems

The effect of high performance work systems on small and medium size enterprises

2015 ◽  
Vol 68 (7) ◽  
pp. 1463-1465 ◽  
Author(s):  
Jose Vicente Pascual Ivars ◽  
Jose Manuel Comeche Martínez
Keyword(s):  
High Performance ◽  
Medium Size ◽  
Work Systems ◽  
High Performance Work Systems
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